O R G A N I Z AT I O N P RO F I L E

TAKE MEDLINE INDUSTRIES

SIX EMPLOY EES 12,000+

YEARS IN SIX SIGMA 1.5

A Mindset to Continuous Improvement

Each issue, Six Sigma Forum Magazine (SSFM) asks ment by the organization to change. For projects,
six questions about an organization’s Six Sigma program. we adopt a more structured data-driven approach
such as DMAIC.
SSFM: What are some lessons you and your team
learned from Six Sigma implementation? THUSU: What has been the biggest challenge to Six Sigma
Leadership support, a well-structured deployment and how did you overcome it? Our biggest challenge
plan, project selection, training and sustaining gains has been with the effective use of our finite resources
are fundamental elements to a successful implemen- coupled with the timely identification and selection
tion of a lean Six Sigma (LSS) program. of the right improvement opportuni-
A key lesson for us has been in assigning ties to deliver bottom-line results to our
the right resources to the right project, organization. To overcome this chal-
and providing the team with the neces- lenge, we use a Medline Accountability
sary time to execute and complete a proj- Program to create a culture of align-
ect. In addition, providing the appropri- ment, focus and integrity that helps
ate training and guidance is a critical to operationalize our annual strategic
component required for our homegrown plan. Our baseline calendar consists of
change agents to succeed. periodic checkpoints to monitor prog-
ress and, if necessary, course correct to
Manav Thusu, Black
How do you know when a project isn’t Belt, process improve- ensure we achieve our key goals.
working? Typically, projects start with ment engineer, Medline
great anticipation, excitement and What are your favorite Six Sigma
energy. It is imperative that define, mea- resources? The organizations that
sure, analye, improve and control (DMAIC) tollgate Medline finds most helpful are ASQ, the American
reviews occur in a timely and thorough manner at Society for Engineering Management, and the
each phase of the process. The define tollgate is a Institute of Industrial and Systems Engineers. We also
critical assessment step to prevent a poorly scoped find that iSixSigma, Lean Enterprise Institute and
project from continuing through the rest of the Gemba Academy are helpful quality resources. Don’t
phases. Furthermore, maintaining a sustainable, forget to join LinkedIn lean and Six Sigma members
lasting impact is equally critical, and mentors must groups to connect online with quality profession-
consistently engage and encourage active participa- als around the world and talk about current trends
tion from project sponsors. in the field. When it comes to technology, Minitab,
SigmaXL and EngineRoom are our favorites.
What has been your most creative use of Six Sigma
at your organization? We have adopted a three-fold When should you not apply Six Sigma? LSS is a cul-
blended approach for continuous improvement ini- tural mindset that enhances and compliments an
tiatives, each supported by an incentive program to organization’s commitment to continual improve-
keep our team members engaged and motivated. ment. Many organizations fall prey to deploying a Six
Simple Kaizen: When the solution is known, revers- Sigma initiative prematurely. The initial focus should
ible, and data exists to support the change. Kaizen be to optimize operations by applying the basic build-
Blitz: When the scope is narrow and the solution is ing blocks of lean. Recognize that Six Sigma is fact-
seemingly simple; we perform a root cause analy- based with an obsessive focus on reliable data and
sis to validate and perform a blitz. Projects: When one should refrain from applying the DMAIC method
the root cause is undefined, the solution is more when the root cause is known, the solution is evident
obscure, and there is a pressing need and commit- or no means exist to quantify a problem.

24 I MAY 2016 I WWW.ASQ.ORG